dabur
Post on 20-Jan-2015
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Team Members
Gaurav Patange Vibhav Nagarsenkar Devendra Gadgil Swati Soni Sushma Patil
Dabur : The Brand
1884 : Birth of Dabur1896 : First manufacturing plant1900 : Ayurvedic medicines1919 : Research Lab eastablishment1920 : Furthur expansion1936 : Dabur India1972 : Base Shift from Kolkata to
New Delhi
Dabur : The Brand (cont.) 1986 : Public Ltd company 1998 : Professionals to manage the
business 2000 : Turnover of Rs. 1000 crores 2004 : Restructured its portfolios 2005 : Dabur acquires Balsara 2008 : Acquires Fem Care pharma 2009 : Toothpaste joins ‘Billion Rupee
Brand’ club
Present Scenario
Dabur India is the 4th largest FMCG company in India
Legacy of over 100 years Dabur has turnover of Rs 1900 crores
with brands like Amla, Chawanprash, Real, Vatika and Hajmola
Product marketed in over 50 countries Leader in herbal digestives with over
85% of market share
Present Scenario (cont.)
Has 5 power brands under its portfolio Entered new markets like juice
segment and branded packaged soups segment
Increased geographical spread Improved its products and their
marketing specially oral care Aims at doubling its revenues and
profits by the end of 2013-14
Product Offerings
Personal Care Segment : Hair Care Oil and Shampoo (Vatika) Skin Care (Fairness Face Pack) Oral Care (Red Gel and Toothpaste)
Food Products Range : Juice (Real/Real Activ) Dabur Honey Hommade (Packaged Soups)
Product Offerings (cont.)
Ayurvedic Health Products Digestive segment (Hajmola) Dabur Chyawanprash Pudin Hara
Ayurvedic Drugs
Pharmaceuticals
SWOT Analysis
Strengths : Century old company Established brand Ayurvedic/Herbal product line Leaders of market in Herbal Digestives Innovativeness in promotion
Weakness : Profitability is uneven across product
line
SWOT Analysis (cont.)
Opportunities :
Extend Vatika brand to new categories like Skin Care and Body Wash segments
Launch several OTC brands South Indian market Explore new geographical areas Launching new products like
mouthwash and shaving creams
SWOT Analysis (cont.)
Threats :
Competition in FMCG market by some well established brands
Other fields of medicine like homeopathic and Allopathic
Markets where Herbal products are not recognized
Need For Restructuring
Image was restricted to Ayurvedic Company
Association with a particular age group (35-plus age group) made them lose other potential customers
Diversified into too many product ranges
Lower sales and Profits
The Restructuring ProcessCut down on all its low contribution
brandsPositioned itself as Herbal specialists in
FMCG marketSet higher target and identified growth
driversFilling gaps in Oral Care and Hair Care
marketEntered new potential areas and
targeted youth as well as school children
Set itself a new brand strategy
New Branding Strategies
Changed its branding strategy from umbrella strategy to key brand strategy
Brand rejuvenation : Old logo New logo
New Tagline : ‘ Celebrating life ‘ Production line extension
Why line extension
Line extension was adopted as :
It could attract different target audience It could renew interest and liking for
brand by introducing new variants It could increase market share Diversify without much risk New strategy would give customers
something better and different
New HR Initiatives
gives full autonomy to its employeesoffering ESOPs to new engineering and
management traineesVarious training and development
programsBonus to its employees listed as a “Great Place to Work”
Target Market
Through diversification, Dabur has tapped various target segments like :
Youth (Hair oil, Face cream) Health conscious people (Healthcare) School children (Hajmola and school packs) Mothers (Juices) Existing old age group (Chyawanprash)
Marketing Mix
Product :
Division : Into 5 power brands Quality : High Size : Available in different sizes Design : Available in tetra packs,
bottles, sachets
Marketing Mix (cont.)
Price :
Variable pricing In every target segment Selective price reduction to increase
demand Introduction of smaller packs Came out with Re. 1 sachets of shampoo to increase market share Cutting price to be standout against
competition
Marketing Mix (cont.)
Place :
Constantly increases its geographical spread to increase cost revenues
Entered South Indian market Expanding the international market
with presence in over 50 countries Subsidiaries established in Nepal,
Pakistan, Nigeria and Bangladesh
Marketing Mix (cont.)
Promotion :
Different brands have its own marketing, promotion and advertising team Used popularity of Indian films in domestic
and global market to promote its brand Undertook most of its advertising campaigns with Mr. Bachchan endorsing its brands Tied up with discovery channel and targeted various institutions like schools and hotels
Vision 2014
Doubling of the sales figure from 2010
The new plan will focus on expansion, acquisition and innovation
Growth will be achieved through international business, homecare, healthcare and foods
Southern markets will remain as a focus area
Thank You!!
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